Energy Communities Alliance’s (ECA) goal is to promote a collaborative working relationship with the Department of Energy, including the National Nuclear Security Administration (collectively “DOE”), that benefits the communities and DOE. ECA works with DOE to achieve solutions that protect and contribute to the health, safety, and economies of the communities that host DOE’s federal facilities.
This collaboration can facilitate opportunities around DOE sites and further the success of the DOE mission.
While DOE missions bring jobs and economic benefits to a region, many ECA communities suffer from environmental contamination, making economic diversification extremely challenging. In addition, tax exemptions related to the federal facilities place a special burden on local citizens to fund services that the federal government utilizes. Local communities are partners, customers, and advocates of DOE’s
ongoing operations and performance, budgeting, cleanup prioritization, and mission integration. Although DOE and the community may not always agree on the approaches to achieving success, ECA aims to identify common goals, to bridge the gap, and to bring local and federal officials together to create viable solutions.
Over many years working with DOE and communities directly impacted by DOE activities, ECA recognizes that the greatest successes have been achieved when DOE actively pursues meaningful engagement with host communities. To that end, ECA developed the following priorities for working with DOE to foster collaboration and to best address future challenges and opportunities:
I. Success of DOE missions can be accomplished through local government involvement in DOE (including NNSA) decision making
- Engage communities in planning for both short-term and long-term site goals;
- Engage communities in the contracting process;
- Engage local governments in nuclear waste management and disposal policies; and
- Engage DOE host communities as potential champions for advanced nuclear development.
II. Fund environmental cleanup and ensure local government input into cleanup decision-making and resource allotment
- Ensure adequate mission funding as communities are the customer in the EM mission;
- Engage with communities using better risk communication practices and tools; and
- Where conflict exists on cleanup remedies try to resolve through early and regular engagement.
III. Support the current and future workforce at DOE facilities and economic development of host communities
- Invest in workforce development, education and apprenticeship programs;
- Identify opportunities to work with the community on economic activities that facilitate the DOE/NNSA mission; and
- Support real and personal property transfers that support community reinvestment.
IV. Create a high-level waste and spent nuclear fuel storage and disposal program
- ECA desires to work with the incoming Administration to find solutions for the storage and disposal of high-level waste and spent nuclear fuel;
- Analyze risk of inaction to communities;
- Continue evaluating alternative disposal options if waste is classified by radiological content rather than origin;
- Recognize that the absence of a solution could impact development and deployment of new nuclear technologies that are key to a low-carbon energy future;
- Engage local governments and others on the siting process; and
- Pursue interim storage in parallel with siting a permanent geologic repository.
V. Support the development of new nuclear technologies
- Support development of nuclear missions and projects in communities that are willing to host the facilities.
- Collaborate with local communities, colleges/universities, and trade schools to bolster education and STEM programs.
VI. Integrate ECA’s DOE contracting (acquisition) reform recommendations and principles
VII. Promote intra-agency cooperation and communication across DOE program offices, headquarters, and sites to avoid delays, confusion and inconsistent decision-making
VIII. Invest in host communities and the DOE complex
- Resolve the DOE maintenance and infrastructure backlog;
- Utilize national laboratories for project development and workforce development opportunities; and
- Support the Manhattan Project National Historical Park.
ECA encourages the Administration and DOE leadership to support strong relationships with partner organizations, particularly local governments and their elected officials. Strong communication and relationships built on trust can endure transitory moments of disagreement or difficulty. More importantly, these relationships provide all interested parties with the information needed to
make educated decisions that can ensure progress toward our shared goals.
ECA members and staff are available as expert resources to all involved in the Administration transition. Questions and requests for appointments may be directed to MacKenzie Kerr, ECA Program Manager, by phone 202-828-2410 or email mackenziek@energyca.org.
